BIFACTOR MODELLING OF EMOTIONAL LABOR AND MANAGERIAL BURNOUT

Abstract

This research uses bifactor modeling to separate general and specific aspects of emotional labor to analyze their differing impacts on managerial burnout within organizations. Following the Job Demands–Resources and the Conservation of Resources frameworks, we gathered self-report data from 312 middle-level managers, capturing emotional labor dimensions (surface acting, deep acting, and naturally felt emotional expression) and burnout dimensions (emotional exhaustion, depersonalization, and reduced professional accomplishment) from the burnout scale. Confirmatory factor analysis confirmed bifactor structures with one general emotional labor factor and three specific factors. Structural equation modeling showed that the general emotional labor factor was a significant predictor of emotional exhaustion, while the specific facets impacted depersonalization and professional accomplishment. These findings emphasize the need to distinguish between an overarching framework of emotional labor and specific strategies to better grasp the nuances of managerial well-being. The study outlines considerations regarding theory formulation, psychometric evaluation, and organizational strategies aimed at burnout reduction for managers. Explicit proposals for future research are provided.